What is involved in Patient Throughput and Capacity Management

Find out what the related areas are that Patient Throughput and Capacity Management connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Patient Throughput and Capacity Management thinking-frame.

How far is your company on its Patient Throughput and Capacity Management journey?

Take this short survey to gauge your organization’s progress toward Patient Throughput and Capacity Management leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.

To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.

Start the Checklist

Below you will find a quick checklist designed to help you think about which Patient Throughput and Capacity Management related domains to cover and 66 essential critical questions to check off in that domain.

Operating Room Critical Criteria:

– What are your current levels and trends in key measures or indicators of Patient Throughput and Capacity Management product and process performance that are important to and directly serve your customers? how do these results compare with the performance of your competitors and other organizations with similar offerings?

– Do those selected for the Patient Throughput and Capacity Management team have a good general understanding of what Patient Throughput and Capacity Management is all about?

– Who is the main stakeholder, with ultimate responsibility for driving Patient Throughput and Capacity Management forward?

Patient safety Critical Criteria:

– Record-keeping requirements flow from the records needed as inputs, outputs, controls and for transformation of a Patient Throughput and Capacity Management process. ask yourself: are the records needed as inputs to the Patient Throughput and Capacity Management process available?

Prolonged turnovers Critical Criteria:

– A compounding model resolution with available relevant data can often provide insight towards a solution methodology; which Patient Throughput and Capacity Management models, tools and techniques are necessary?

– How do mission and objectives affect the Patient Throughput and Capacity Management processes of our organization?

– Do we all define Patient Throughput and Capacity Management in the same way?

Surgical Care Improvement Project Critical Criteria:

– What management system can we use to leverage the Patient Throughput and Capacity Management experience, ideas, and concerns of the people closest to the work to be done?

– Have all basic functions of Patient Throughput and Capacity Management been defined?

Turnover Time Critical Criteria:

Reason over Turnover Time visions and slay a dragon.

– Do we monitor the Patient Throughput and Capacity Management decisions made and fine tune them as they evolve?

– Why should we adopt a Patient Throughput and Capacity Management framework?

United States Department of Veteran Affairs Critical Criteria:

Adapt United States Department of Veteran Affairs planning and optimize United States Department of Veteran Affairs leadership as a key to advancement.

– Is there a Patient Throughput and Capacity Management Communication plan covering who needs to get what information when?

– Can we do Patient Throughput and Capacity Management without complex (expensive) analysis?

Conclusion:

This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Patient Throughput and Capacity Management Self Assessment:

Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.

External links:

To address the criteria in this checklist, these selected resources are provided for sources of further research and information: